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NEW YORK TIMES BESTSELLER • The author of The Power of Habit and “master of the life hack” (GQ) explores the fascinating science of productivity and offers real-world takeaways to apply your life, whether you’re chasing peak productivity or simply trying to get
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Book ID Asin: B00Z3FRYB0
Book Title: Smarter Faster Better: The Transformative Power of Real Productivity
Book Author: Charles Duhigg
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Smarter Faster Better: The Transformative Power of Real Productivity by Charles Duhigg Book Review
Name: Wally Bock
Rating: 4.0 out of 5 stars
Title: Lots of advice that can help you be more productive
Date: Reviewed in the United States 🇺🇸 on September 20, 2016
Review: I’ve tracked my own personal productivity by one means or another since I was in my teens. I’m now 70. So, I’ve learned a lot along the way. But there’s always more to learn. I picked up Smarter, Faster, Better: The Secrets of Being Productive in Life and Business to learn more. I read Charles Duhigg’s book on habits when it came out, so I was prepared for something good. This book was better than Habits for me.
The introduction includes this quote, which will tell you everything you need to know about the purpose of the book:
“Productivity, put simply, is the name we give our attempts to figure out the best uses of our energy, intellect, and time as we try to seize the most meaningful rewards with the least wasted effort. It’s a process of learning how to succeed with less stress and struggle. It’s about getting things done without sacrificing everything we care about along the way.”
I think the basic definition of productivity is good, but I also like the fact that Duhigg calls it “a process of learning.” That’s how it’s been in my life. Here’s what I liked and didn’t like about the book.
What’s in the book
After the introduction that sets out the basic purpose, Duhigg moves to eight chapters on key subjects. Let’s look at them one at a time.
Chapter one is titled “Motivation.” That’s probably not the most accurate title. I suggest you think of this chapter as about control. For the last couple of decades, we’ve been learning about how important it is for people to feel like they control their surroundings. This chapter will give you some ideas about how to feel more like you’re in control.
Chapter two is all about teams. There are two key examples here. One is the example of Saturday Night Live. The other, and the one that’s probably more meaningful for business people, is the results of Google’s research into what makes a successful team. The most important thing here for me is the discussion of psychological safety. Another thing which seems obvious once it’s stated, but which has not been at the forefront for most of my working life.
Duhigg titles chapter three “Focus.” He talks about cognitive tunneling and airline disasters. For me, the most interesting part was the discussion of mental models. Mental models have been a feature of a lot of thinking about productivity. You’ll find an excellent discussion of them in Anders Ericsson’s book Peak.
Chapter four is all about goal setting. I thought this was the weakest chapter of the book. There’s a lot about GE’s experience with goals and a lot about the strengths and weaknesses of SMART goals. The chapter missed the mark for me, I didn’t identify a takeaway that I could use. Duhigg’s appendix about how he learned to set goals helped, but not enough.
“Managing Others” is the title for chapter five. There’s a lot here about some changes in FBI culture that made it more possible for a team to solve a particular kidnapping. It was interesting and helpful. I’d use this chapter as a starting point to apply lean and agile thinking to managing a team. But I suggest that you go to Jeff Sutherland’s book, Scrum: The Art of Doing Twice the Work in Half the Time for more details that you can use in your own life and work.
Chapter six is about decision-making, specifically about forecasting the future. The primary story is about learning to play poker at a professional level. It’s a good story, but the big learning point here is about what Duhigg calls Bayesian psychology. I learned it back in my college days as Bayesian inference. It’s a way to improve your forecast as you go. There are some great insights here about why so many of us are so bad at forecasting.
Duhigg says that chapter seven is about innovation. I guess it is, but for me it was more about how the entire creative process plays out and interacts with the way that individuals get a job done. The core story here is about creating Disney’s “Frozen. This chapter is mostly about the way we structure our human activities to create something new. If that’s innovation, so be it.
Now we come to chapter eight. Duhigg titled it “Absorbing Data: Turning Information into Knowledge in Cincinnati’s Public Schools.” That’s true as far as it goes.
There’s a belief that if we give people more data and information they can make their lives or their work better. That’s true, but as this chapter points out, that’s only true if people know how to use what they get. That becomes a matter of perception and process. There are two important bits of information in this chapter. The first is about how to structure data so that it’s most likely that people will be able to understand it and use it to make a difference. The second important idea is that process is important.
The chapter describes what Duhigg calls the engineering design process, but which I learned in college as simply the engineering process. It describes a structure for analyzing data and prototyping so that you come up with a good result. It’s as effective for analyzing new products as it is for figuring out how to fix a problem with the brakes on a car. It’s also the essence of what is now popularly called “design thinking.”
Bottom Line
There’s a lot of good stuff in this book. Your best strategy might be to read the introduction then pick a chapter or two that you want to dig into. Later, you can come back and cover the stuff that you missed.
Most of the content is five-star-worthy, but there are pockets that are only OK, so I’m giving the book four stars. Even so, it’s one of the best I’ve read this year.
Name: Ian Mann
Rating: 4.0 out of 5 stars
Title: faster and better. To improve productivity at both the individual and …
Date: Reviewed in the United States 🇺🇸 on April 12, 2017
Review: Author, Charles Duhigg, is a Pulitzer Prize-winning reporter at the New York Times. He has pulled together some very compelling ideas about how to work smarter, faster and better.
To improve productivity at both the individual and the corporate level, Duhigg cites 8 critical issues: motivation, teams, focus, goal-setting, managing others, decision-making, innovation and absorbing data. What follows are central ideas from four of these topics.
Motivation
“Motivation is more like a skill, akin to reading or writing, that can be learned and honed,” Duhigg explains. Central to this skill is the belief that we have control over our actions and even our situations. When people take the position that they are in control, they work significantly harder. It is the feeling of having no control that, among other things, saps motivation.
General Charles Krulak the commandant of the Marines, introduced this concept as a key to teaching recruits self-motivation. His task was to get trainees to take control of their own choices: “Today we call it teaching ‘a bias toward action,’” he told Duhigg. The final challenge at the end of a Marine boot camp is the gruelling 3-day ‘Crucible’, ending with the ‘Reaper’, the most difficult part of an inconceivably hard challenge.
Recruits are advised by their drill instructors to ask each other why they are doing this task, when they feel they cannot go on. If you can link something hard to a choice you care about, it makes the task easier. The ‘why’ could be answered — “To become a Marine and build a better life for my family.”
Making a chore into a meaningful decision, leads to self-motivation.
TEAMS
Studies of teams by Amy Edmondson, found that good team norms seemed to be consistently associated with higher productivity. If, for example, making a mistake is held against you, team-members are reluctant to report mistakes. People feel more willing to admit to errors if the manager goes to bat for her people. “We call it ‘psychological safety,’” Edmondson explains. Psychological safety is a “shared belief, held by members of a team, that the group is a safe place for taking risks.”
Psychological safety is the confidence that the team will not embarrass, reject, or punish someone for speaking up. “It describes a team climate characterized by interpersonal trust and mutual respect, in which people are comfortable being themselves,” she explains.
The challenge is to get the benefits of teams by creating psychological safety without losing the capacity for dissent and debate. It requires that the leader models listening and social sensitivity, and insists that each person in the group is given a voice.
Leaders should demonstrate they are listening by summarizing what people say after they said it. No meeting should end until all team members have spoken at least once. People who are upset should be encouraged to express their frustrations, and teammates encouraged to respond in non-judgmental ways. Intergroup conflicts should be resolved by the leader through open discussion.
FOCUS
How do people and organizations manage their focus? With the plethora of stimuli there is so much to distract one.
To illustrate how one key aspect of focus works, Duhigg describes how one nurse can glance at a baby in a crib and see the need to call the emergency team, while another does not see the danger signs.
High-level professionals, he explains, hold a picture in their minds of what they expect to see — a healthy baby. A glance alone could indicate that the image isn’t being matched.
In the world of work the most productive workers, similarly, hold a picture of their expectations. They can be as small as trying to envision a coming meeting while driving to work, or how a task is to be done.
“If you want to make yourself more sensitive to the small details in your work, cultivate a habit of imagining, as specifically as possible, what you expect to see and do when you get to your desk,” Duhigg explains. To increase focus and avoid distractions, take a moment to visualize, with as much detail as possible, what you are about to do. Experiments indicate that anyone can learn to habitually construct these mental models.
ABSORB DATA
The ability to absorb data better is becoming an ever bigger challenge, while at the same time being ever more necessary. Many techniques have been proven to facilitate this learning.
One is to force yourself to do something with it. “Write yourself a note explaining what you just learned, or figure out a small way to test an idea, or graph a series of data points onto a piece of paper, or force yourself to explain an idea to a friend,” Duhigg explains. It is the activity that aids learning — listening or reading is not sufficient.
In essence, you have to make sense of the information, or you are, metaphorically, putting it in some drawer in your mind, and then ignoring it.
If you have been following this column you will recognize many of the concepts Duhigg describes, which are the subject of whole books. The value Duhigg adds is to compile an insightful summary of important ideas, illustrated by engaging narrative drawn from case studies and events.
If you haven’t read a book on general management this year, (something every professional manager should do,) I can wholeheartedly recommend ‘Smarter Better Faster’. It is solid, thought-provoking, and has immediately useable insights.
Readability Light — + — Serious
Insights High -+ — — Low
Practical High -+ — — Low
Ian Mann of Gateways consults internationally on leadership and strategy
